Mood, Image Appeal Give Products Good Vibrations
Mood/image/appeal advertising makes no direct product pitch but instead entertains and makes the customer feel good. This type of advertising is characterized by memorable visuals, and its promotions often are termed product videos. Topline magazine conducted a test of the measurability of such advertising, examining 406 examples. It found that mood advertisements are closest to humorous ads generically. The chances of obtaining an acceptable clutter/awareness score using mood advertising are quite good. The percent of mood commercials achieving acceptable awareness scores exceeded the corresponding percentages of celebrity and ”real people” advertising appeals. They demonstrated significant persuasive powers. Mood, image, and emotional appeals are not suited to all advertising campaigns, especially when there is a need for immediate and specific product persuasion. However, the ”Me and My R.C.” campaign by Royal Crown Cola serves as a good example of how the company successfully created high levels of brand awareness and projected a fresh brand personality through a mood/image ad campaign.
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Anonymous
Full text: [Marketing News] Jan 3, 1986
People: outsider’s past helps Ludemann at American Charter
Roger R. Ludemann, vice president of marketing for American Charter Federal Savings and Loan Association in Lincoln, Nebraska intends to improve customer service in American Charter’s 34 branches, build a stronger direct sales force to promote the institution’s home, consumer and commercial lending programs, and develop a direct marketing campaign. Ludemann, a former broadcast journalist, comes from the advertising and marketing company, Miller, Friendt, Ludemann.
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Mills, Steven
Full text: [American Banker] Jan 3, 1986
A Shock to the System
The difference between Monergy ’86 (a campaign to persuade companies with similar objectives to launch piggy-back promotions) and previous energy-saving promotions lies in the way that consumers and industry are being attacked on all fronts. On the direct marketing side, Marketing Solutions has picked up the account. Directing and coordinating the massive operation is the Energy Department’s head of marketing services, Malcolm Payne. Payne is keeping a close watch on the results of the individual elements of the campaign and has set himself the task of making sure that this year’s promotion achieves the best ever results. However, the main problem is making sure that the agencies operating at national level are successfully working in tandem, with the work being carefully monitored to ensure that it is achieving the desired results. To lessen this problem, one day a month is set aside for the agencies to meet for a debriefing under Payne, to iron out any problems and plan ahead.
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Miles, Louella
Full text: [Marketing] Jan 16, 1986
How Ogilvy & Mather Beat Its Midlife Crisis
Opened in 1948, New York advertising agency Ogilvy & Mather built a reputation with its stylish, creative work, but by the 1970s, it had a bloated account-management department serving staid packaged-goods accounts. Recognizing the signs of a midlife crisis, those left in charge by founder David M. Ogilvy imported Norman Berry from Ogilvy’s independently owned Davidson Pearce Ltd. in the UK to be New York creative head. The company’s greatest asset is its ability to be both big and creative. It tied with a smaller agency as the top creative agency in a recent poll of company ad directors. The company is growing through diversification, recently acquiring 2 European medical advertising agencies and expanding public relations and direct marketing. Its worldwide billings of $3.5 billion are second only to Young & Rubicam Inc. among US agencies. Ogilvy has negotiated to keep 2 key accounts — Trans World Airlines and General Foods Co. — and has added $400 million in new business.
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Dugas, Christine
Full text: [Business Week] Jan 20, 1986
How Ogilvy & Mather Beat Its Midlife Crisis
Opened in 1948, New York advertising agency Ogilvy & Mather built a reputation with its stylish, creative work, but by the 1970s, it had a bloated account-management department serving staid packaged-goods accounts. Recognizing the signs of a midlife crisis, those left in charge by founder David M. Ogilvy imported Norman Berry from Ogilvy’s independently owned Davidson Pearce Ltd. in the UK to be New York creative head. The company’s greatest asset is its ability to be both big and creative. It tied with a smaller agency as the top creative agency in a recent poll of company ad directors. The company is growing through diversification, recently acquiring 2 European medical advertising agencies and expanding public relations and direct marketing. Its worldwide billings of $3.5 billion are second only to Young & Rubicam Inc. among US agencies. Ogilvy has negotiated to keep 2 key accounts — Trans World Airlines and General Foods Co. — and has added $400 million in new business.
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Dugas, Christine
Full text: [Business Week] Jan 20, 1986
The Last Post for Letters?
Most direct-mail specialists consider a letter to be a necessary component of all mail campaigns. However, Tony Cole, director of Milestone Direct Marketing (UK), believes that no-letter packages can be cost effective if they are colorful and contain the necessary relevant information. Letters can be superfluous if the package’s creative approach is good. In a test of potential industrial customers, a letter-based package produced a slightly higher response rate. However, the single-piece mail package produced a much higher conversion rate. Some advertisers consider the letter in a direct-mail package as the principal advantage of the medium. Letters are easy, cheap, and quick to print, and they can carry specific or topical information. Significant factors in deciding the importance of the letter in a direct-mail package are: 1. the nature of the target market, and 2. whether the marketing objective of the campaign is to get a response or to create an image. The only way to validate a campaign for a particular client is to test the mailing.
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Hall, Claudette
Full text: [Marketing] Jan 23, 1986
Direct Marketing: No Shot in the Dark
Although the UK direct-mail market lags significantly behind the US in volume, high technology and new ideas are advancing the UK market. The main fields of development are: 1. envelopes, 2. print technology, 3. enclosures other than paper, and 4. personalization. Recent changes in envelopes include: 1. printing a message or design on the envelope, and 2. using the actual envelope to sell merchandise. In print technology, recent developments include: 1. one-piece mailers, and 2. the production of unusual shapes and sizes in print. The technique of including something other than paper in the envelope has proven very successful in creating interest, but the weight of the item can increase postal costs. For example, inclusion of a pen, pencil, or a personalized plastic card have been used as response devices. Sophisticated machines now make personalization an affordable option.
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Donovan, Judith
Full text: [Marketing] Jan 23, 1986
Basics: telemarketing: case study: Citicorp boosts results by mixing media
To promote its Home Equity second mortgages in the Baltimore market, Citicorp used a direct marketing campaign along with newspaper ads. The campaign involved: 1) telemarketing; 2) direct mail about one of two available packages to interested prospects; and 3) follow-up telemarketing.
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Roman, Ernan
Full text: [Advertising Age] Jan 27, 1986
Going Global
Many large US corporations have been utilizing international direct marketing methods for some time. Upjohn and McGraw-Hill began using direct mail across national borders in the late 1950s. More recent international direct marketing campaigns include one conducted by the New York State Department of Commerce to attract overseas interest in products manufactured in New York State. The Direct Marketing Association launched its World Direct Trade Council recently to provide a forum for, and aid to, firms that are currently operating on a worldwide level or are considering doing so. Before a US firm considers taking its operation overseas, it should be well-established in the US. Offering a product or service that is used exactly the same way overseas as in the US is helpful. The distribution system in other countries is an important consideration. The list industry must also be considered on a country-by-country basis. Despite the difficulties of global marketing, many good opportunities are available.
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Hanley, Kevin
Full text: [Zip Target Marketing] Feb 1986
Cost of Catastrophe
The American Red Cross is beginning to change its image by means of a large direct mail campaign and witty commercials. This new aggressiveness is necessary because there are now over 30,000 philanthropic organizations competing for an estimated yearly $61.5 billion, and the Red Cross is $14 million in debt due to the series of natural disasters that have occurred since July 1985. The organization has spent a record $48 million in 6 months, and to compensate, it is conducting a special disaster campaign in 1986 to raise another $20 million. The Red Cross does not use any scientific mailing scheme, but relies on the most inexpensive lists it can find. It does not send out letters to businesses, but most of the larger corporations donate money and supplies. The Security Pacific Bank of California has begun including Red Cross inserts in its monthly bank statements, a new marketing technique. The new, upbeat advertising campaign is to develop awareness and to catch the public’s attention.
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Rossell, Christine A.
Full text: [Zip Target Marketing] Feb 1986
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